agile resiliency how cmmi will help agile thrive and survivenyspin.org/agile resiliency - jeff...

Agile Resiliency

How CMMI will make Agile Thrive and Survive

Copyright © 2014 Broadsword Solutions Corporation

1 Copyright © 2014 Broadsword Solutions Corporation

Agile

1995-2014

Jolt Cola, skateboards, nothing written down …. Just code man!


Has your customer (or manager) ever said:

• Let’s be more Agile. But how about we only have a “weekly” standup?

• Let’s transition all of our projects “over to Agile.” By November. 2013.

• Sure, go ahead and be agile . . . Just don’t bother the customer.

• Be Agile. Be CMMI Level 3. Be ISO Certified. By Tuesday.

WHAT THE *#$*%&!! Does That Mean?


Welcome back my friends … to the show that never ends!

Jeff Dalton President of Broadsword CSM/CSPO Certified Lead Appraiser Certified CMMI Instructor Certifiable Blogger, Twitterer, and social media fanatic Airplane Builder Author of AgileCMMI

http://www.askTheCMMIAppraiser.com http://www.broadswordsolutions.com

http://www.askTheCMMIAppraiser.com

http://www.broadswordsolutions.com


Participate! Ask questions! Make comments!

This event will be more interesting if you . . .

You can also ask questions on my blog http://asktheCMMIAppraiser.com

http://asktheCMMIAppraiser.com

http://asktheCMMIAppraiser.com


CMMI or Agile: Why not

embrace both!

SEI Technical Report

Hillel Glazer, Jeff Dalton, David Anderson, Mike Konrad, Sandy Shrum

SEI Technical Publication CMU/SEI-2008-TN-003

http://www.sei.cmu.edu/publications/documents/08.reports/08tn003.html

www.broadswordsolutions.com/resources.php

Download our Technical Report

http://www.sei.cmu.edu/publications/documents/08.reports/08tn003.html


CMMI vs. Scrum? No!

CMMI + Scrum

Cutter IT Journal

Download at www.broadswordsolutions.com/resources

Cutter IT Journal Article

…scrum

http://www.broadswordsolutions.com


Requirements change too often

Projects are late and over budget

Frequent staff turnover

Can’t understand risk

In the dark about project status

Too many meetings

Customers unhappy

Customers discovering defects

Projects are unpredictable

Both CMMI and Agile are about solving problems


Think of both as “levers” that change behavior


Agile success has attracted a few small, new adopters . . .

General Motors alone has announced it is going to

insource IT by hiring thousands of IT professionals, and

“Agile” will be front-and-center

The Federal Government and General Motors will be the world’s largest purchasers of Agile IT Services

The DOD is actively pursing

agile adoption, and working

with the SEI on research

The VA is already having

organic success with Agile


These large-scale adopters will drive the standard

“Danger! Danger! Agile will change!” **

HINT #1: “Waterfall” was not created to be heavy,

burdensome, and document focused with mind-

numbing, soul-killing processes.

It evolved to meet the information needs of the

large scale adopters who were ALREADY running

their businesses this way!

Hint #2: They are still like this!

** or as we say in Detroit: “Suppliers don’t change GM. GM changes suppliers.”


The challenge with Agile is that while

we’re all off iteratin’ the biz is all off

waterfallin’

@CMMIAppraiser


Agile teams don’t use process, right?

Planning Poker

Refactoring Pair Programming

Test-Driven

Development

Value Velocity

Sprint Demos

PP SP1.1, SP1.2

REQM SP1.5

PMC SP1.1

RD SP3.4, SP3.5

VER SP2.2

VAL SP2.1, RD SP3.1

Many Agile teams embrace TECHNIQUES, but do not have a Resilient Agile Architecture


What is Agile Resilience?

re·sil·ience [ri-zil-yuhns, -zil-ee-uhns]

noun

1.

the power or ability to return to the original form, position, etc., after being

bent, compressed, or stretched; elasticity.

2.

ability to recover readily from illness, depression, adversity, or the like;

buoyancy.


Agile Resilience 3-Tiered Architecture Nothing against FAST or DAD, but . . .

“Guiding the work”

“Managing the work”

“Doing the work”

Values include “Fail fast, iterative and

incremental, collaboration, focus on

people, continuously improve.

Methods include Scrum, XP, Kanban,

Spiral, Crystal, RUP, etc…

Techniques including “Planning

Poker,” “Daily Standup,”

“Retrospectives,” Sprint Demo,”

“Story-time”

Te

ch

niq

ue

s


Be Agile

Waterfall

Stand-ups, Retrospective

XP

BPUF X


Agile Resilience 3-Tiered Architecture – Risk / Issues

Incrementally deal

with issues and risk

Scrum

Daily Standup









“Story-time” Te

ch

niq

ue

s


Agile Resilience 3-Tiered Architecture - Estimating

Collaboratively

estimate projects

XP / Scrum

Planning Poker









“Story-time” Te

ch

niq

ue

s


Yet another angle….

RD SP1.1

RD SP1.2, SP1.3

RD SP2.1, SP 2.2,

SP 2.3

REQM SP1.5

REQM SP1.4

RE

QM

SP

1.1

RD

SG

3


Quality

Productivity

Level Focus Process Area

5 Optimizing Continuous Process Improvement

•Organizational Performance Management

•Causal Analysis & Resolution

4 Quantitatively Managed

Quantitative Management

•Organizational Process Performance

•Quantitative Project Management

3 Defined Process Standardization

•Requirements Development

•Technical Solutions

•Product Integration

•Verification

•Validation

•Organizational Process Focus

•Organizational Process Definition

•Organizational Training

•Integrated Project Management

•Risk Management

•Decision Analysis & Resolution

2 Managed Basic Project Management

•Requirements Management

•Project Planning

•Project Monitoring & Control

•Supplier Agreement Management

•Measurement & Analysis

•Process & Product Quality Assurance

•Configuration Management

1 Initial


Let’s turn CMMI on its head….


• Don’t FOLLOW the CMMI

• Don’t be COMPLIANT with CMMI

• DO ask “the CMMI Questions” *

How are we doing?

How does it work?

How do we know?

How much is enough?

Do we know how to do it?

Do we know when to do it?

What’s the plan?

…. * See my Nov ‘12 Cutter IT article “Scrum + CMMI!”


Strengthening Agile Values

Use the guidance in the CMMI to help establish Agile Values:

“Are we training our people enough? How are we training?” (OT)

“Are the values clear to everyone? Do they understand?” (OPD, GP2.1)

“What’s the plan for ensuring people understand them?” (OPF, OT)

“What is expected of me?” (GP2.1, OT)


Strengthening Agile Methods and Frameworks

Use the guidance in the CMMI to help establish Agile methods and frameworks:

“Which methods are we supporting and why?” (OPD)

“Which projects use which methods, and why?” (IPM)

“How long are our sprints?” “How many sprints are in a release?” (PP)

“How do we measure velocity?” (MA)


Strengthening Agile Techniques

Use the guidance in the CMMI to help establish Agile techniques:

“What’s the plan for rolling all of these techniques out and using them?” (OPF, IPM)

“Which techniques will we be able to support with tools and other resources?” (OPF)

“Which projects use which techniques and why?” (IPM)

“What design and coding techniques are we going to use?” (TS)

“Where are the planning poker decks?” (PP, GP2.3)


Agile Resilience 3-Tiered Architecture - REDUX

“Guiding the work”

“Managing the work”

“Doing the work”









“Story-time”

Te

ch

niq

ue

s


The CMMI give us tools

To make IMMEDIATE improvements

Here’s of the them for you to

take back to your office today!

The key to strengthening the Resilient Agile Architecture, and

being a good “Agile Citizen,” is in these “Practices”


CMMI Version: Establish an Organizational Policy

Agile version: Are we setting clear expectations across the enterprise which Agile values, methods, and techniques will be deployed and adopted?

Processes are the behaviors of real people and events – not documents! People need to

know what is expected for them to be successful.

You can help them by clearly setting those expectations.


CMMI Version: Provide Resources

Agile version: What are the right tools and facilities to successfully deploy Agile values, methods, and tools?

Processes represent real work that needs to get done, and it takes tools,

equipment, money, and other resources.

For instance, if you were performing as an administrative assistant, you might

need some of the resources pictured above. If you are a member of a Scrum

team, you need a team room, board, sticky notes, or software.


CMMI Version: Train People

Agile version: Does everyone know

the Agile values, methods, and

techniques well enough to teach them?

The productivity difference between a new trained team member, and one who

is dropped into the fire? Really High.

If that’s not enough to convince you, there’s nothing I can do!


CMMI Version: Monitor and Control the Process

Agile version: How well is our team

performing? How do we communicate

that to non-agile leaders from

accounting, marketing, and

management?

Remember GP2.2 “Plan the Process” (again?). That pesky practice keeps

coming back. How are we doing? Are Agile values, methods, and techniques

WORKING?

Because if they’re not working, we should change it!


CMMI Version: Objectively evaluate adherence

Agile version: Are people living up

to the values? Are they using the

techniques? Are they adhering to

the methods?

How are Agile values, methods, and techniques working? Are people using it?

If not, why not?

This is less an “audit” and more mentoring. Don’t turn into the process police.


CMMI Version: Review Status with Higher Level Management

Agile version: Does management

care about how we work? Tell

them! This is about operations AND

Politics!

Are we getting the results we hoped for? Why? Why not? What are the

issues?

Management does a great job of reviewing PROJECT information, but when it

comes to PROCESS information . . . Uh, not so much.


CMMI Version: Collect Process Related Experiences

Agile version: How will the project

down the hall benefit from the

lessons we have learned?

Many companies collect lessons learned . . . into a black hole on a network

drive.

Don’t make that same mistake. Build a SYSTEM to ensure OTHER projects

learn from your mistakes.


The Agile Process Manifesto© . . .

Innovation

Useful Processes

Process Mandates

Certifications & Audits

Collaboration

Flexibility & Agility Rigid Compliance

Coercion & Punishment


A story about a Rock

Star, one very groovy

M&M, and “Just

Enough Process.”


“Disciplined Agilists produce consumable

solutions, not just potentially shippable software”

Scott Ambler


Make Agile Resilient and Scalable by adopting CMMI

and make your organization great!


http://www.broadswordsolutions.com/resources

For answers to your CMMI questions head over to:

http://www.asktheCMMIAppraiser

Twitter: CMMIAppraiser

http://www.broadswordsolutions.com/resources

http://www.asktheCMMIAppraiser

http://www.twitter.com/cmmiappraiser

agile resiliency how cmmi will help agile thrive and survivenyspin.org/agile resiliency - jeff...

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